Chapter 2. Project Roles, Responsibilities, and Team Structures

This chapter covers the following topics:

Understand project roles and responsibilities: Project sponsor, project manager, project coordinator, stakeholder, schedule, project team, and project management office (PMO).

Understand project team structures: Functional, matrix, and projectized team structures.

Now that you understand that every organization has projects, what projects are, and what their basic life cycle is, it is time to learn a bit about project roles, responsibilities, and team structures. Project roles are the job duties that are part of a project. Each project role has a particular responsibility that personnel must complete to ensure that the project is successful. The project is further affected by the organization’s structure, which will control resource availability and how the project is conducted.

This chapter covers the following objectives for the Project+ exam:

1.2 Classify project roles and responsibilities.

1.5 Identify common project team organizational structures.

“Do I Know This Already?” Quiz

The “Do I Know This Already?” quiz allows you to assess whether you should read this entire chapter thoroughly or jump to the “Exam Preparation Tasks” section. If you are in doubt about your answers to these questions or your own assessment of your knowledge of the topics, read the entire chapter. Table 2-1 lists major headings in this chapter and their corresponding “Do I Know This Already?” quiz questions. You can find the answers in Appendix A, “Answers to the ‘Do I Know This Already?’ Quizzes and Review Questions.”

Table 2-1 “Do I Know This Already?” Foundation Topics Section-to-Question Mapping

Foundation Topics Section	Questions Covered in This Section
Project Roles and Responsibilities	1–6
Project Team Structures	7–10

1. Which individual or organization gives final approval for a project?

a. sponsor

b. project manager

c. stakeholder

d. PMO

2. Which of the following is not a responsibility of the project manager?

a. managing the team

b. creating the project deliverables

c. creating the budget

d. creating the schedule

3. Which project role supports the project manager and coordinates cross-functional tasks?

a. stakeholder

b. sponsor

c. project team

d. project coordinator

4. Which of the following is a responsibility of project stakeholders?

a. creating the business case

b. creating the budget

c. providing project requirements

d. creating project deliverables

5. Which project role is primarily concerned with managing project time?

a. project manager

b. sponsor

c. project team

d. scheduler

6. Which of the following is not a responsibility of the PMO?

a. setting project management standards

b. providing templates

c. estimating costs

d. providing tools

7. Which of the following is not a project team structure?

a. matrix

b. hybrid

c. functional

d. projectized

8. In which project team structure do project managers hold little to no authority?

a. weak matrix

b. strong matrix

c. functional

d. projectized

9. Which of the following statements is true for a projectized team structure?

a. resources report to the project manager

b. authority is shared between the project manager and the functional manager

c. authority belongs to the functional manager

d. it ranges from weak to strong

10. In which project team structure are resources most likely to be assigned from their functional area to the project?

a. matrix

b. hybrid

c. functional

d. projectized

Foundation Topics

Project Roles and Responsibilities

Each project includes project roles that are responsible for certain project responsibilities. Every project has a project sponsor, project manager, stakeholders, and a project team. Optional project roles may include project coordinator and scheduler. Finally, some organizations have a central project management office. This section discusses all of these roles and the responsibilities that can be involved in a project.

Project Sponsor

The project sponsor, also referred to as the project champion, is the individual or organization that authorizes the project. The sponsor is responsible for providing funding for the project and establishing the project charter, project baseline, and high-level requirements. Ultimate control of the project lies with the project sponsor, who is also responsible for marketing the project across the organization to ensure stakeholder buy-in. The sponsor must document all project roadblocks and work with the project manager to alleviate those roadblocks. The sponsor completes the business case/justification for the project, and the sponsor also must select or approve the project manager.

In most cases, the project sponsor must be consulted for any potential project changes. The sponsor authorizes or provides all resources, as well as canceling or formally closing the project.

The project sponsor is a mandatory role.

Project Manager

The project manager is the individual who is selected to lead the project team. The project manager is responsible for ensuring that the project is a success. Project managers should assess project needs, task needs, and team needs, using these assessments strategically to guide the project toward its goal. A project manager must have project management knowledge and experience and must know how to accomplish the project goals. Finally, he/she must have personality characteristics, interpersonal skills, and leadership skills to lead the project team effectively.

The project manager must manage the team, communication, scope, risks, budget, time, and quality assurance for the project. All project documentation and artifacts are the responsibility of the project manager.

The project manager must communicate appropriately with all project stakeholders but is ultimately accountable to the project sponsor.

The project manager is a mandatory role.

Project Coordinator

The project coordinator supports the project manager in coordinating activities, resources, equipment, and information. While the project manager is responsible for overall project success, the project coordinator focuses mainly on project implementation and cross-functional coordination of all project tasks. If the project coordinator is unable to resolve a project issue, the coordinator will escalate the issue to the project manager. Trust is vital to the relationship between a project coordinator and a project manager.

The project coordinator helps with project documentation and administrative support. Project coordinators are responsible for scheduling resources and checking the quality of deliverables.

Some organizations use project coordinators when multiple projects must share resources. This type of project coordinator helps with any issues that may arise over shared resources. No matter whether the project coordinator works on one project or multiple projects, a partnership between the project coordinator and the project manager is vital.

The project coordinator role is not mandatory, meaning that project success can be achieved without filling this role.

Stakeholder

A project stakeholder is any individual, group, or organization with a vested interest in the success of a project. The stakeholder may affect or be affected by the project’s outcome. A project manager should fully analyze project stakeholders to determine their interest (level of concern), influence (active involvement), impact (ability to affect project change), urgency (need for attention), legitimacy (appropriate or inappropriate involvement), and power (level of authority) in the project.

Once stakeholders are identified, the stakeholders should provide input and requirements to the project manager. They also provide project steering and expertise.

Stakeholders should be documented along with their roles, level of knowledge, and project expectations. The project manager should determine the best communication method to use with each stakeholder. Managing stakeholder expectations is key because not every expectation will be achievable. In fact, one stakeholder’s expectation may be directly opposite to another’s. For this reason, the project manager will need interpersonal skills to negotiate with stakeholders to determine which expectations are attainable and ensure the project’s success.

Scheduler

A project scheduler develops and maintains the project schedule, as well as working to ensure that resources are available when needed. This individual determines schedule, cost, and resource deviations through trend analysis and earned value management, thereby reporting schedule performance. The scheduler solicits task status from resources, monitors project milestones, communicates any schedule changes, and takes an active role in all project meetings. Depending on the project and organization size, this role may or may not be separate from the roles of project manager or project coordinator.

In some projects, the project scheduler is not a separate role, because the project manager completes these tasks.

Project Team

The project team is the group of individuals who work with the project manager to perform project tasks to ensure the project’s completion. Project team members need varied skill sets based on the project requirements. Team members may be removed or added as the project progresses, and they may need to obtain training prior to their inclusion on the team. The project manager must clearly define each team member’s responsibilities to ensure that every team member understands all expectations. The project manager may also have to negotiate with functional managers, other project management teams, and/or other organizations to obtain the appropriate team members.

Project team members contribute project expertise and deliverables according to the project schedule. They provide estimations of task duration, costs, and dependencies.

Some of the criteria used by the project manager in the selection of project team members may include availability, cost, experience, ability, knowledge, skills, attitude, and international factors. The project manager also needs to assess whether the team will work face-to-face and/or as a virtual team. Finally, the project manager will need to help the team improve trust between team members in order to raise morale, lower conflict, and increase teamwork.

Project Management Office (PMO)

The project management office (PMO) provides project management governance (including standards and practices) and ensures that resources, methods, tools, and techniques are shared or coordinated across all projects. The PMO sets deliverables, key performance indicators, and other project parameters. It also outlines the consequences of non-performance and provides standard documentation and templates.

PMOs support, control, or direct projects. Supportive PMOs supply projects with access to the project knowledge base and exercise low-level project control. Controlling PMOs provide the same access but also require compliance with established PMO standards and processes, exercising moderate project control. Directive PMOs directly manage all projects and exercise high-level project control.

The PMO supports project managers by identifying and developing project management standards, managing shared resources, monitoring compliance, and coordinating communication. While the project manager focuses on project objectives and manages project resources and constraints, the PMO handles major program scope changes, optimizes the use of shared resources across all projects, and manages risks and interdependencies among projects.

Project Team Structures

Project team structures are controlled by the organization’s structure, which affects the availability of resources. Project team structures are categorized as functional, matrix, or projectized. The following sections discuss these categories.

The project manager must understand the project team structure in order to manage the project’s resources effectively. The project team structure affects the project manager’s role and authority, as well as resource availability, project budget management, and project management administrative staff. Table 2-2 demonstrates how project team structures affect these project characteristics.

Table 2-2 Influence of Project Team Structures on Projects

Project Characteristic	Functional	Weak Matrix	Balanced Matrix	Strong Matrix	Projectized
Project manager authority	Little or none	Low	Low to moderate	Moderate to high	High to almost total
Resource availability	Little or none	Low	Low to moderate	Moderate to high	High to almost total
Project budget management	Functional manager	Functional manager	Mixed	Project manager	Project manager
Project manager’s role	Part-time	Part-time	Full-time	Full-time	Full-time
Administrative staff	Part-time	Part-time	Part-time	Full-time	Full-time

Functional Team Structure

In an organization that uses a functional team structure, each employee reports to a single manager or supervisor. Employees are grouped by specialty, such as marketing, sales, or accounting; the specialties may be further subdivided, such as accounts payable and accounts receivable. Because the team members report to a functional manager, project managers need to work with the functional manager for resource scheduling.

The project manager has little to no authority in a functional team structure. Because the resource availability rests with the functional manager, project managers need to work with the functional managers for resource scheduling. This collaboration may involve multiple functional managers if team members come from multiple functional areas. In most cases, a functional manager also manages the budget. In this team structure, the project manager is usually not dedicated full-time to managing the project.

In this structure, the project may suffer if functional issues or emergencies arise. If the project may be negatively impacted, the project manager may need to meet with the functional managers and project sponsor regarding team member availability. Figure 2-1 demonstrates project management within a functional organization. In this example, the project team members are taken from multiple functional areas, with each functional manager having authority over the staff members in that functional area.

Figure 2-1 Functional Team Structure

Matrix Team Structure

In an organization that uses a matrix team structure, each employee usually reports to a functional manager. However, authority is shared between the functional manager and the project manager. Matrix team structures are termed weak, balanced, or strong, depending on the level of power and influence between the functional managers and project managers.

Resources are assigned from the functional area to the project in most cases, but the functional manager usually has the ultimate authority for scheduling. The project manager functions more as a coordinator or expediter.

Figure 2-2 demonstrates project management within a weak matrix organization. Some personnel are allocated to the project for project coordination. Other personnel who are part of the project mainly work in their functional departments but are also engaged in project activities.

Figure 2-2 Weak Matrix Team Structure

Figure 2-3 demonstrates project management within a balanced matrix organization. In this structure, some personnel are allocated to the project for project coordination. Other personnel who are part of the project mainly work in their functional departments but are also engaged in project activities. In this type of matrix, the project manager is usually a staff member from within one of the functional areas.

Figure 2-3 Balanced Matrix Team Structure

Figure 2-4 demonstrates project management within a strong matrix organization. As in the previous examples, some personnel are allocated to the project for project coordination, and other personnel perform project activities while still mainly working in their functional departments. In this type of matrix, the project manager reports to the manager of project managers within a PMO.

As it moves from a weak matrix to a strong matrix, an organization’s team structure comes closer to being projectized.

Figure 2-4 Strong Matrix Team Structure

Projectized Team Structure

In an organization that uses a projectized team structure, each employee reports to the project manager. The project manager has full authority over all resources. Resources are allocated on an ad hoc basis, moving between projects as needed.

Figure 2-5 demonstrates project management within a projectized structure. Within the organization, all personnel are under the authority of a project manager. Project managers work together to ensure that the appropriate resources are available to each of the projects.

Figure 2-5 Projectized Team Structure

Exam Preparation Tasks

As mentioned in the section “How To Use This Book” in the Introduction, you have several choices for exam preparation: the exercises here; Chapter 15, “Final Preparation”; and the Pearson Test Prep practice test software online.

Review All Key Topics

Review the most important topics in this chapter, noted with the Key Topics icon in the outer margin of the page. Table 2-3 provides a reference of these key topics and the page number on which each begins.

Table 2-3 Key Topics for Chapter 2

Key Topic Element	Description	Page Number
Section	Overview of project sponsor role	33
Section	Overview of project manager role	33
Section	Overview of project coordinator role	34
Section	Overview of stakeholder role	34
Section	Overview of scheduler role	35
Section	Overview of project team role	35
Section	Overview of project management office (PMO)	36
Section; Table 2-2	Overview of project team structures	36
Section; Figure 2-1	Overview of functional team structure	37
Section; Figures 2-2 through 2-4	Overview of matrix team structure	38
Section; Figure 2-5	Overview of projectized team structure	40

Define Key Terms

Define the following key terms from this chapter and check your answers in the Glossary:

roles

sponsor

project manager

project coordinator

stakeholder

scheduler

project team

project management office (PMO)

functional team structure

functional manager

matrix team structure

projectized team structure

Review Questions

The answers to these questions appear in Appendix A. For more practice with sample exam questions, use the Pearson Test Prep practice test software online.

1. Your organization has completed a formal project charter and preliminary budget for a new retail app. You need to obtain formal approval of the project. From whom should you obtain approval?

a. stakeholders

b. PMO

c. sponsor

d. project manager

2. You have been asked to create the project documents for an upcoming project to remodel one of your company’s buildings. You will also be responsible for project success and overseeing the project scope, schedule, budget, project team, stakeholders, and quality of the project. Which project role will you fill?

a. stakeholder

b. PMO

c. sponsor

d. project manager

3. You are the project manager for a project that will research integrating new technology into the air conditioning units that your company produces. You will need access to personnel from multiple departments. The company has offered to hire an individual to support you and provide cross-functional organization. Which role would this new hire fill?

a. project manager

b. project coordinator

c. project team member

d. stakeholder

4. You are the project manager for a project to set up a new web server and decommission the old server. You are responsible for selecting the appropriate personnel for the project team. Which of the following is not a responsibility for these team members?

a. creating the project schedule

b. contributing expertise to the project

c. estimating task duration

d. estimating task costs

5. You are the project manager for a project that will develop new Christmas decoration designs. You must document all individuals and groups who will have a vested interest in this project. Which project role are you identifying?

a. sponsor

b. stakeholder

c. scheduler

d. PMO

6. You are the project manager for a project that is developing some new flower hybrids. Because this project is much larger than your company’s usual projects, the company will add a project role that is solely responsible for ensuring that project time is managed and reported. Which role does this describe?

a. project coordinator

b. sponsor

c. scheduler

d. PMO

7. You are the project manager for a project that will develop a new line of cosmetics. Your project team includes personnel from several of your company’s departments. You have worked with the department managers to negotiate the amount of time that their personnel can spend on your project. Which type of project team structure is in place in your company?

a. functional

b. projectized

c. weak matrix

d. strong matrix

8.Which project team structure gives the project manager only slightly more authority than the functional team structure?

a. projectized

b. strong matrix

c. balanced matrix

d. weak matrix

9. Which project team structure gives project managers the most authority?

a. projectized

b. strong matrix

c. functional

d. weak matrix

10. Which of the following statements regarding project roles is not true?

a. The sponsor provides the high-level requirements and baseline for the project.

b. The scheduler checks project quality.

c. The stakeholders provide requirements and project steering.

d. The PMO sets standards and practices for the organization.